Incidental Saturday Agenda Item 3.2 and Sunday Agenda Item 3.6 CHARTING A PATH TO VISION 2020 HOSTELLLING INTERNATIONAL-USA PROGRAM STRATEGY
Executive Summary CHARTING A PATH TO VISION 2020 2 In June 2011, a decision of historic proportions set HI-USA on a new road: unification. As a unified organization, HI-USA is better positioned to improve and expand delivery of its mission to help all, especially the young, gain a greater understanding of the world and its people through hostelling. Since voting to unify, HI-USA has determined and clearly stated its intended achievement in Vision 2020: Hostelling will foster a dynamic, enduring community of travelers with the wisdom, humanity and leadership skills to improve our country, our communities, and our world. HI-USA s Organizational Vision is to be: 1. A leading hostel provider in the world. 2. A valued source of experiential learning. 3. A widely recognized champion for intercultural understanding. 4. An effective advocate for youth travel. 5. A vibrant presence in communities across the United States. HI-USA s strategy charts a path for transition to a unified, transformed organization, and identifies the major steps necessary to fulfill Vision 2020. With a focus on meeting the needs and preferences of HI-USA s target demographic 18-30 year old Free and Independent Travelers (FITs) HI-USA s five program strategies to realize Vision 2020 are as follows: Strategy 1: Deepen the Hostelling Experience The Hostelling Experience extends far beyond the bricks and mortar of a building. It encompasses a diversity of actions promoting cultural interaction and fosters cultural competence resulting in a greater understanding of the world and its people. It is the extended encounter between an individual and hostelling, from pre-trip preparations to beyond travel and hostel stay. HI-USA will deepen the Hostelling Experience by effectively introducing it to novice travelers unfamiliar with the benefits of hostelling and by deeply engaging experienced travelers and those passionate about travel both during and outside of a hostel stay. Strategy 2: Enrich the Hostel Stay Over 400,000 travelers choose to stay at HI-USA s hostels each year. Overnight hostel stays provide HI-USA numerous opportunities to deepen hostellers connections to HI-USA, its mission, the local community, and fellow hostel guests. This strategy leverages the unique hostel vibe to enrich the overnight stay and elevate it to an experience of intercultural understanding and personal empowerment. HI-USA will enrich the hostel stay by further developing and leveraging each hostel s unique vibe, local presence, and flavor. It will elevate the hostel stay from a place to sleep to an intercultural and empowering experience. HI-USA will facilitate increased connection between hostel guests and the broader traveler community inside and outside of the hostel, both inperson and online. Best practices will disseminate across the network of association and affiliate hostels to create an enriched, mission-focused hostel stay and elevate the commitment to and recognition of environmental practices.
CHARTING A PATH TO VISION 2020 3 Strategy 3: Empower and Mobilize the Community of Travelers to Advance Youth Travel As a unified organization with a singular vision, HI-USA has the unique opportunity to further develop and engage a community of travelers who share and support HI-USA s mission and vision. HI-USA will empower this community and support their efforts to increase awareness of the benefits of youth travel and advance the hostelling movement. HI-USA will develop leaders in the community, provide travelers opportunities to engage with HI-USA at a deeper level, impacting their communities and growing the hostel movement within the United States. Strategy 4: Grow the Network and Overnights through Increased Capacity HI-USA will expand its mission impact by increasing capacity at in-demand destinations. While ensuring that current quality standards and hostel market presence are maintained, a proactive expansion strategy dictates priorities be responsive to the needs and preferences of 18-30 year old FITs. This will be balanced by a commitment to small and medium-sized hostels and markets and a diverse array of hostel stay options in both association and affiliate models. Strategy 5: Develop Facilitated Learning Opportunities HI-USA s Ends Policy states that it seeks to create hostellers who, have intercultural understanding and are active world citizens. 1 HI-USA will utilize the concept of experiential learning to create and provide opportunities that promote intercultural understanding and support the development of skills and experiences participants need to be active world citizens locally, nationally, and globally. HI-USA will develop local and national signature learning opportunities that explicitly provide participants experiences designed to develop intercultural and global citizenship skills. Summary In achieving these five program strategies, HI-USA will be a dramatically transformed organization a unified organization with a clear focus on its mission and its coordinated, effective delivery. HI-USA s five program strategies form a cohesive, challenging yet achievable strategy that is fundamental to fulfilling HI-USA s mission, Vision 2020, Organizational Vision, and Ends Policy. These strategies will ignite a strong community, engaged in the hostelling movement across the United States. 1 See Appendix; HI-USA Strategic Framework
CHARTING A PATH TO VISION 2020 4 CONTENTS Executive Summary 2 Introduction 5 Strategy 1: Deepen the Hostelling Experience 7 A. Connect and Engage Local Travelers 7 B. Infuse and Communicate Mission within Hostel Operations 8 C. Ensure Mission-Based Affiliate Hostel Partnerships 9 D. Provide Introductory Travel Programs 9 Strategy 2: Enrich the Hostel Stay 10 A. Develop Unique Hostel Vibe 10 B. Ensure a Network Maintained for High Quality Experiences 11 C. Expand Environmental Sustainability Efforts 11 D. Provide Local Experiences to Hostel Guests 12 E. Support and Connect the In-Hostel Community of Travelers 12 F. Establish Hostel Classification System 13 Strategy 3: Empower and Mobilize the Community of Travelers to Advance Youth Travel 14 A. Provide Travel Programs 15 B. Establish HI-USA Ambassadorship Program 15 C. Mobilize Community 15 Strategy 4: Grow the Network and Overnights through Increased Capacity 16 A. Prioritize Markets for Expansion 16 B. Embrace Mid-Sized and Smaller Hostels and Markets 17 C. Expand Affiliate Program 17 D. Pursue Diversity through Opportunity 17 Strategy 5: Develop Facilitated Learning Opportunities 18 A. Deliver Local Learning Experiences 18 B. Develop Signature Intensive Learning Programs 19 Summary and Recommendations 20 Appendix 21 A. Terminology Index for HI-USA Strategy 22 B. HI-USA Strategic Framework 24 C. A Life Long Journey: A Traveler Continuum 30 D. HI-USA Program Strategy 2012 Process/Timeline/Participants 31 E. HI-USA Program Strategy 2012 Overview of Survey, Research, and Interviews 34 F. Strategy in Relation to Fund Development, Marketing, and Engagement 43
Introduction Background and History CHARTING A PATH TO VISION 2020 5 Over 100 years ago, German schoolteacher Richard Schirrman had a revolutionary idea: take youth into the natural environment to preserve their health, welfare, and instill stewardship responsibilities. With this, the hostelling movement was born. Schirrman s experiences in World War I inspired him to expand focus beyond environmental benefits, as he realized the movement s potential to act as a conduit for understanding, leading to a more peaceful world. The movement was later brought to the United States, embodied in HI-USA s mission: To help all, especially the young, gain a greater understanding of the world and its people through hostelling. As with many movements, the growth of HI-USA has not been linear. It has been the direct result of passionate, committed volunteers who gave their blood, sweat, tears, and years to ensure a hostelling presence across the country. As a result, the country grew to 26 Councils, separately incorporated, regionally based organizations focused solely on the advancement of the HI-USA mission. By the beginning of 2010, it was apparent that, though the movement had grown, it was at risk of stalling, a victim of its fractured structure. In a decision of historic proportions, Councils from across the United States voted in June of 2011 to unify all Councils and the National office, emerging as one country-wide organization: Hostelling International-USA. an organization newly focused. With combined resources directed at a shared vision, the organization will be equipped to spread hostelling across the country in a way never before seen. HI-USA Strategy The vote for unification launched a two to four year process that will see Councils and the current National office unify into an organizational structure with centralized functions and a strong regional presence. The success of the future organization will depend on a clear and powerful vision in both organizational and programmatic strategy. This clarity will ensure the goals of unification to expand mission delivery and impact across the country succeed and flourish. Organizational Strategy is the charge that drives all activity within HI-USA. It identifies the change in the world HI-USA will make as described by the mission and the board-adopted Ends Policy. It encompasses the mission, Ends Policy, Organizational Direction, and HI-USA s Global Vision. HI-USA s Global Vision: Hostelling will foster a dynamic, enduring community of travelers with the wisdom, humanity and leadership skills to improve our country, our communities and our world. HI-USA s Vision 2020 is to be: 1. A top hostel provider in the world. 2. A valued source of experiential learning. 3. An effective advocate for youth travel. 4. A widely recognized champion for intercultural understanding. 5. A vibrant presence in communities across the United States.
CHARTING A PATH TO VISION 2020 6 HI-USA s strategic direction is: To focus activity on 18-30 year old Free and Independent Travelers (FIT) when developing and delivering initiatives. Organizational strategy, as the foundation for all strategies, aligns all HI-USA activities and guides all decisions related to the unified organization s program strategies. HI-USA designed the five program strategies outlined in this document to be implemented before and after the process of unification. Structurally, HI-USA will execute each initiative through three program service areas: hostels, community, and experiential learning. It is important to keep in mind the significant overlap among these areas which creates a holistic package. Hostels are what first come to mind when many think about hostelling. They include the buildings, staff, and operations that provide access, value (location, quality, and rate), and cultural immersion opportunities for travelers. Formal and informal experiential learning opportunities engage travelers and the community in a way that delivers the HI- USA mission and Ends Policy 2. Finally, community is about fostering connections among individual travelers, affiliation between travelers and HI-USA, and partnerships between HI-USA and community institutions. The community of travelers embraces all those who share a passion for the building of peace and understanding through travel and includes staff, guests, and community members. Utilizing the program service areas to deliver the five core program strategies will ensure engagement following a continuum of travel 3. Conclusion Five values collaboration, communication, diversity of thought, integrity, quality, and respect guided the development of HI-USA s program strategies. These values ensured the process drew upon thought and insight from across the country, involving stakeholders and research, following a path to mission-delivery 4 Building on the foundation of organizational strategy established by a unified organization, the five program strategies identified in this document will drive HI-USA s pursuit of building a community of travelers who will create a positive impact around the world and at home. The program strategies provide a vehicle for HI-USA to achieve a mission impact beyond that ever achieved and continue the legacy of Richard Schirrman. 2 HI-USA is governed by Ends Policies which dictate the change the organization wishes to see in the world through programming. 3 See Appendix C: Life Long Journey: A Traveler Continuum 4 See Appendix D: HI-USA Program Strategy 2012 Process/Timeline/Participants
CHARTING A PATH TO VISION 2020 7 Strategy 1: Deepen the Hostelling Experience As HI-USA enters the next phase of youth travel, the hostelling experience remains core to achieving HI-USA s Global Vision that: Hostelling will foster a dynamic, enduring community of travelers with the wisdom, humanity and leadership skill to improve our country, our communities, and our world. The strategy to Deepen the Hostelling Experience is of the utmost importance and is the thread that ties together all of HI- USA s activities going forward. It elevates hostelling beyond an overnight stay to help all, especially the young, gain a greater understanding of the world and its people through hostelling. 5 The hostelling experience encompasses the many activities and connections that facilitate cultural interaction and foster intercultural understanding for travelers. This experience can be found in an extended encounter between an individual and hostelling, spanning from trip preparations (pre-travel), to the hostel stay (during travel), to post-trip engagement (post-travel). As such, the hostelling experience may center on a hostel stay, but need not involve one. Activities that deepen the hostelling experience may be developed in communities with a physical hostel presence as well as those without. In sum, the hostelling experience is a life-long relationship with hostelling in which individuals interact at different points in time and in different ways along a continuum building their development as active global citizens. 6 HI-USA will deepen the hostelling experience across all program service areas (hostels, community, and experiential learning) through the program initiatives listed below. These initiatives are foundational to the following four program strategies described in this document. A. Connect and Engage Local Travelers Passion for travel is a thread that binds individuals in communities across the United States. HI-USA seeks to engage travelers who have experienced hostelling and have a passion to remain connected to hostelling upon return from travel. HI-USA will provide opportunities for these local travelers to interact with one another and reflect on their travel experience. This reflection facilitates a greater depth of understanding around the impact of travel and its transformative effects. Potential activities for this initiative include: Events (social, cultural, educational, skill development, etc.) open to travelers either within a hostel or in communities without a hostel at a local meeting spot. Establish local hosts programs which allow travel enthusiasts to connect with both current and returned travelers by hosting activities. Programs could be held in hostels or in communities without hostels at a local meeting spot. Develop vibrant online communities. This initiative promotes greater awareness of hostelling s profound impact and is directly linked to HI-USA s mission by creating greater understanding of the impact of travel, interaction with other cultures, and self-awareness by providing broader traveler communities opportunities to connect and reflect on their cultural experiences. While facilitating reflection and learning, HI-USA will also seek to build connections between the organization and the community. 5 HI-USA s mission statement 6 See Appendix C: A Life Long Journey: A Traveler Continuum
CHARTING A PATH TO VISION 2020 8 Early focus on this initiative allows for greater mission impact and an increased awareness of HI-USA. HI-USA will identify and reach out to an untapped community of local travelers waiting to be more involved in hostelling and supporting the HI- USA mission. B. Infuse and Communicate Mission within Hostel Operations Although the hostelling experience is more than an overnight stay, HI-USA s large current network of hostels allows for immediate opportunity around mission impact. This initiative will further elevate over one million overnights a year from an affordable overnight into an empowering guest experience, differentiating the HI-USA stay from that at other domestic hostel providers. As a nonprofit, HI-USA operates association hostels 7 and licenses affiliate hostels 8 as a means for realizing its organizational mission. As such, HI-USA is committed to ensuring that its hostels and visitors hostel stays are mission-based. As part of this initiative, hostels will further incorporate the mission into operations as well as increase their focus on ensuring mission communications are highly visible and purposefully directed to the hostel guest audience. Greater guest awareness of the role of the hostel stay in supporting intercultural exchange and understanding will make a dynamic impression on guests and help ensure that they identify with the mission and continue their involvement with hostelling. HI-USA will invest in activities that go beyond regular hostel activities. The activities will be designed with the explicit focus of promoting intercultural understanding. Examples of potential activities for this initiative include: Expand existing communal design elements within HI-USA hostels to further strengthen the connections between hostellers and the local community. Create compelling opportunities for hostellers to interact with one another and the local community, while encouraging intercultural awareness and understanding. Organize speaker series with partner organizations who are committed to facilitating growth around cultural awareness and understanding. Highlight local culture and themes in each HI-USA hostel through integrated communications and physical design such as on-site artwork and local materials. As part of this initiative HI-USA will promote cultural awareness subtly (through layout, displays) and overtly by encouraging guest participation in activities during their stay. 7 Hostels owned and operated by HI-USA, both through the National Office and/or Councils. 8 Hostels independently owned and licensed through HI-USA.
CHARTING A PATH TO VISION 2020 9 C. Ensure Mission-Based Affiliate Hostel Partnerships Affiliate hostels are a valued and crucial component of HI-USA s hostel network 9. They provide an avenue for increased mission impact and a greater diversity of traveler experiences. Historically, HI-USA resources for intentional mission activity were directed to association hostels. Through this initiative, HI-USA will launch activities to assure affiliates participate as equals in providing mission-focused hostelling experiences. As collaborators, affiliate hostels will be encouraged to further their mission and serve as hostelling ambassadors in their local community. Implementation of this initiative will require a collaborative approach amongst affiliate owners and HI-USA and recognition of the uniqueness of properties. This may identify needs for the provision of new resources to affiliate hostels, either through staff support and/or through a review of the relationship between HI-USA and affiliates. In doing so, HI-USA seeks to ensure consistent mission delivery across HI-USA s combined association and affiliate hostel network. Success in this initiative will require refining HI-USA s means of delivering the mission within hostels as described in initiatives 1A and 1B. D. Provide Introductory Travel Programs Exposure to travel opportunities can be the catalyst that ignites a desire to experience new places and cultures. Through the development of introductory programs that promote travel within the United States, HI-USA will provide unique offerings to novice travelers that will position hostelling as a gateway to intercultural experiences and understanding. Introductory travel programs will focus on domestic opportunities demonstrating the accessibility of travel in one s own backyard and reinforcing the idea that travel through hostelling creates profound and lasting personal impact. This initiative introduces HI-USA to new travelers, promotes the mission, and encourages hostel stays within the network. Potential activities for this initiative include: Host conferences focused on domestic travel and cultural issues that incorporate hostelling and/or hostel stays. Create new travel education seminars focused intently on domestic opportunities. Re-design current education seminars to appeal to 18-30 year old FIT needs and expectations. 10 Hold seminars in communities both with and without a physical hostel presence. Developing online travel education applications and disseminating information for the pre, current and returning traveler. In developing this initiative, HI-USA will consider partnership opportunities. Many organizations already operate in this field and partnerships may prove more effective than building activities independently. This initiative allows HI-USA to focus more directly on the pre-travelers, exposing them to positive travel stories, increasing their confidence around exploration, and promoting hostels and the hostelling experience as a way to increase intercultural understanding. 9 HI-USA s Hostel Network includes all hostels, owned or licensed by HI-USA, commonly described as association and affiliate hostels. 10 HI-USA s National Transition Board identified 18-30 year old FITs as the organizational focus in 2012. See Appendix B: HI-USA Strategic Framework
Strategy 2: Enrich the Hostel Stay CHARTING A PATH TO VISION 2020 10 With over one million overnight stays a year, HI-USA s hostel network allows for direct interaction between HI-USA and travelers. Access to these travelers provides a unique opportunity to impact guests and affect their understanding of diverse cultures. This strategy strongly supports the Vision 2020 goal to Be a leading hostel provider in the world. Successful achievement of this strategy will strengthen HI-USA s role as an effective advocate for youth travel and a widely recognized champion of intercultural understanding. As the organization unifies, this strategy will provide greater consistency across HI-USA by disseminating best practices to hostels across the country and by listening to and addressing the needs of 18-30 year old FITs. At the same time, the diversity of hostel stay experiences will be highlighted by promoting local hostel adaptations that reflect the uniqueness of local communities. HI-USA will differentiate itself from other budget accommodation providers through establishing and refining high quality and value in all hostels. Further differentiation will be found in the mission-based activities that provide not only a fun experience, but also an enriching experience that empowers hostellers and expands intercultural understanding. A. Develop Unique Hostel Vibe Hostel vibe is a term used to describe the atmosphere a hosteller experiences within the hostel building. It depends on everything from the layout of a hostel to the interaction of staff with guests. HI-USA is committed to creating a hostel vibe that attracts its primary audience while promoting the mission and connecting guests with one another and the community. The comfort and willingness of guests to open up to opportunities for greater cultural understanding and exposure within the hostel is heavily dependent upon and facilitated by staff. Creating the unique hostel vibe requires staff who can balance the need for excellent customer service while promoting inter-personal connections and understanding of HI-USA s intercultural mission. This will require HI-USA to proactively address staffing fit and provide training on how to promote HI- USA s mission to the target demographic in every staff-guest interaction. Three key issues must be addressed in developing a desired hostel vibe: 1. Relevant to 18-30 year old FIT Designing activities relevant to HI-USA s target demographic will require proactively developing a strong understanding of their travel preferences and interests. This will require collecting HI-USA proprietary data as well as information from external resources. For this data to be useful, HI-USA must have the capacity to analyze this information and identify implications for hostel operations and design. HI-USA must translate research insights into practical applications across the network. HI-USA will commit to responding to the needs and demands of the target demographic to stay both appealing and impactful. 2. Integrated Communications HI-USA will create a seamless hostelling experience, starting before a trip, throughout the hostel stay, and continuing after the stay, by connecting hostellers to one another and our hostel network via integrated communication platforms and taking advantage of the efficiency of digital and social media technology tools and applications. The 18-30 FIT connect virtually with great frequency and utilize their virtual connections to enhance face-to-face encounters 11. Integrated communications will facilitate community building in advance of a hostel stay and allow for the continued 11 See Appendix E: HI-USA Program Strategy2012 Overview of Survey, Research, and Interviews
CHARTING A PATH TO VISION 2020 11 development of the hostelling community outside of a hostel stay. Communications can be used to encourage travelers to reflect on the impact of hostelling and will strengthen their to affinity to HI-USA by building upon interaction with a local, national, and international community of travelers. 3. Groups Many hostels currently host a significant number of group stays, many of which include guests who are not part of the 18-30 FIT target demographic. HI-USA will align its operational plan for groups with its 18-30 FIT focus. In doing so, HI- USA will need to take into account FIT guest satisfaction, the unique appeal of hostels to group guests, the maintenance of an appealing hostel vibe, and financial needs. This will be done through: Focusing efforts on attracting groups that fit with the hostel vibe desired by 18-30 years old FITs while not excluding groups who fall outside the age range. Educating groups about HI-USA s mission focus. Encouraging groups serving those over 18 years of age to interact with other hostel guests and the hostelling community so that group members internalize the FIT experience and are encouraged to become future FITs and HI-USA guests. Proactively informing non-group guests of the visiting group s focus and encouraging appropriate interactions B. Ensure a Network Maintained for High Quality Experiences HI-USA s large network of high quality hostels is a competitive strength and a benefit to travelers seeking diverse travel experiences. As HI-USA expands its network, it must maintain its current market position and high standards of quality. To ensure that market presence and share is not diminished, HI-USA must react swiftly and responsibly with an appropriate level of investment in associate hostels when its long-term viability is threatened by quality challenges relating to facility maintenance or operations. This commitment is also highlighted in Strategy 4 (Network Growth). C. Expand Environmental Sustainability Efforts HI-USA is committed to environmental sustainability within all of its operations. This commitment is for both the societal good of environmental preservation as well as in response to guest values and expectations. While HI-USA s Quality Standards 12 currently include some environmental targets, the organization will expand on these efforts. Research will be needed on launching more environmentally efficient and responsible methods of operations for incorporation across the network of hostels. HI-USA will provide a system for all hostels, to become third-party certified in meeting environmental objectives. In addition to certification, HI-USA will increase and improve its communications with guests around its environmental standards and will seek to incorporate positive environmental practices into experiential learning opportunities. 12 HI-USA s Quality Standards ensure that hostellers are assured of a level of consistent quality among hostels across the country. They are aligned with those of IYHF and were last revised in 2006. Hostels are evaluated yearly on their adherence to these Quality Standards which seek to ensure each hostels is; clean, well maintained, safe and secure, mission focused, guest responsive, staff friendly, and legally mindful.
CHARTING A PATH TO VISION 2020 12 D. Provide Local Experiences to Hostel Guests This initiative provides a means for local communities to participate in the hostel stay experience by highlighting unique and interesting aspects of the local community and encouraging its exploration. Provision of local, community-centered experiences will enrich the overnight stays of guests and address a documented desire of 18-30 years old FITs for authentic experiences 13. Guests will gain a means to reflect on the different communities they visit and develop a greater appreciation for diverse peoples and cultures. A variety of platforms may be used to promote this initiative, including: Train hostel staff and volunteers to connect visitors with local, authentic experiences. Create opportunities for the local community to interact with hostel guests. Provide live and virtual forums and interpretive displays highlighting local art, culture, and history. Potential activities for this initiative include: Host panels of local volunteers to engage hostellers in discussions on community issues. Walking tours that incorporate reflective elements to deepen the understanding of the community and foster intercultural understanding. Provide virtual pre-visit information and connections to the community. Create local partnerships with like-minded organizations offering experiences of interest to hostel guests. Co-sponsor community events geared to and accessible by hostel guests. This initiative confirms the strategic importance of these activities (some are already in play across the organization) and their strength as a means to enhance the hostel stay and further HI-USA s mission. E. Support and Connect the In-Hostel Community of Travelers HI-USA interacts daily with thousands of travelers staying within its network. This initiative seeks to strengthen the hostel community by providing opportunities for increased interaction of travelers within the hostel. Whereas some elements of this initiative are subtle, such as using hostel design and access to common space to promote guest interaction, other activities are more direct, such as: Facilitate activities open to all guests. Sponsor social events within the hostel encouraging interaction. Promote both face-to-face and virtual interactions. Supporting and growing the hostel community will provide HI-USA additional opportunities to expose guests to its mission and create a sense of belonging and loyalty to HI-USA. The traveler will enjoy a richer hostel stay that will form the foundation for ongoing commitment to and involvement in hostelling. 13 Authentic Experiences are defined as experiences that reflect the feel and vibe of the community in which a hostel is located. They must not be overly contrived.
CHARTING A PATH TO VISION 2020 13 F. Establish Hostel Classification System HI-USA s hostel network offers a variety of hostel choices. This variety reflects its Global Ends Policy (See Appendix; Framework), which includes the importance of and commitment to a network offering diverse hostel stay experiences. This diversity is expressed through the variety of hostel locations, the unique character of local communities, and the different types of hostelling facilities. This initiative will promote guest satisfaction with the provision of a clear variety of options through a hostel experience classification system to manage guest expectations. This system will inform guests prior to arrival the expected type of stay experience. Potential categories will extend beyond hostel size classifications to include categorization around urban experiences, boutique facilities, rural locations, rustic/wilderness sites, etc. Empowering guests to make informed decisions around the type of stay they seek will better ensure that guest expectations are aligned with hostel offerings.
CHARTING A PATH TO VISION 2020 14 Strategy 3: Empower and Mobilize the Community of Travelers to Advance Youth Travel HI-USA defines community as fostering connections among individual travelers, affiliation between travelers and HI-USA, and partnerships between HI-USA and community institutions with the goal of building a group of individuals who value travel as a meaningful life experience. 14 This strategy focuses on engaging and empowering a community of travelers who embrace HI-USA s mission, the hostelling movement, and youth travel as a means for positive change. It expands HI-USA s reach outside of its own network of hostels, moving past the physical element of hostels, into the overall hostelling movement throughout the United States. Through this strategy, HI-USA seeks to empower and engage individuals around the country who wish to have a deeper connection with the hostelling movement, moving them beyond program participants to active world citizens and advocates for intercultural understanding. Initiatives designed to empower participants provide tools for developing the ability to understand and articulate one s own beliefs and values while advocating for and promoting tolerance and intercultural understanding. Mobilizing this community deepens their connection to the lessons of travel, providing opportunities for the community to develop leadership skills and stronger connections through championing the hostelling movement with peers around the world. By engaging and mobilizing an active community of travelers, HI-USA will leverage its leadership position in the hostelling movement, make a positive impact on local communities, and actively support policies that promote youth travel. Through the initiatives described under this strategy, HI-USA will fulfill multiple elements of HI-USA s Vision 2020 to become: A widely recognized champion for intercultural understanding, A vibrant presence in communities across the United States, and An effective advocate for youth travel. HI-USA will mobilize a community of travelers young adults, HI-USA volunteers, partners, and staff in-person and virtually throughout the country. HI-USA seeks not only to unite, grow, and lead this community of travelers in support of its mission, but also to mobilize it for advocacy. 15 Empowering and mobilizing a community of travelers will benefit community members and HI-USA: Participants internalize the lessons and insights achieved through travel and hostelling and share these with peers and the broader community. Participants develop leadership skills and mobilize their peers in support of a shared agenda. Domestic support for HI-USA and hostelling increases as its community of support grows and the public becomes better informed and educated about HI-USA. HI-USA becomes the go-to resource for youth travel issues. HI-USA is better positioned to influence local, regional, and national policy makers in support of its mission, hostelling, and youth travel. 14 See Appendix A: Terminology Index for HI-USA Strategy 15 The term advocacy in this document broadly refers to increasing awareness of and support for the hostelling movement as well as public engagement supporting causes or policies related to youth travel.
CHARTING A PATH TO VISION 2020 15 A. Provide Travel Programs This initiative was first described under Strategy 1, Deepening the Hostelling Experience. Under Strategy 3, this initiative will extend programs beyond introductory domestic travel programs, expanding to reach both new and seasoned travelers. Programs will include a more deliberate, reflective element, and development of tools that facilitate the transition of community members from participants to advocates. HI-USA will develop additional activities that support advocacy or include a specific call to action. Recognizing that many organizations offer travel programs, HI-USA will consider partnerships when developing this program in addition to, or instead of, creating its own. B. Establish HI-USA Ambassadorship Program HI-USA will provide opportunities to engage travelers who are already familiar with, or who have already experienced HI- USA and hostelling and want to contribute to the movement. HI-USA will provide opportunities for community members to communicate HI-USA s mission, hostelling s positive social impact, and to encourage others to support hostelling. This initiative is distinct from marketing, which focuses on driving visitors to hostels, and will focus on face-to-face and virtual advocacy around the broader mission of HI-USA. Examples of how HI-USA may provide opportunities for ambassadorship include: Support outreach at general public events. Coordinate community members to represent the organization through speaking engagements. Identify and connect with like-minded organizations for partnerships and co-branding opportunities. Form and lead advocacy efforts focused on expanding awareness of hostelling and its positive social impacts. Identifying oneself as an ambassador for the hostelling movement strengthens the internalization of the HI-USA s mission and encourages leadership development. C. Mobilize Community HI-USA will develop a youth travel agenda and drive its implementation through community action. HI-USA will mobilize 18-30 year old hostellers and their supporters to enact a youth travel agenda. This may involve educating the public; speaking with local, regional, and national government officials and policy makers; and collaborating with other organizations in developing, advocating for, and actively participating in support of youth travel issues. As needed, advocacy will be used to support hostel development. This may include mobilizing community members to communicate the benefits of a hostel within a community; expressing support for HI-USA through letter writing, signature campaigns, attendance at government meetings; and other activities. Introductory travel programs and an ambassadorship program will build a community foundation of knowledgeable and engaged hostellers which will benefit any mobilization initiative. Advocacy may be either reactive (in response to an opportunity or threat) or proactive (when internal plans and resources align).
CHARTING A PATH TO VISION 2020 16 Strategy 4: Grow the Network and Overnights through Increased Capacity HI-USA unification creates greater capacity for expansion. Growing the network of hostels will increase the number of hostellers impacted by HI-USA s mission and awareness of the concept of hostelling. This strategy focuses on the physical element of the hostelling experience. Realizing HI-USA s vision to be a leading hostel provider in the world will be one part of creating a vibrant presence in communities across the United States. In addition, a greater presence nationally will strengthen the organization s credibility and ability to be an effective advocate for youth travel. HI-USA will continue to respond to strong hostel development opportunities across the country. This strategy defines a proactive process for hostel development. As emphasized in Strategy 2, maintaining current market share is a top priority. This goes beyond setting a standard of quality to the preservation of market share in events of lease expirations or possible hostel closures. HI-USA will direct capacity expansion plans using criteria emphasizing the travel preferences of 18-30 year old FITs. In addition, HI-USA will guide growth with a commitment to diverse hostel-stay experiences. These include not just a variety of destinations, but also a commitment to small and medium-sized hostels as articulated in the HI-USA s Ends Policy. 16 HI- USA will manage expansion in three areas. A. Prioritize Markets for Expansion HI-USA will identify the top 20 market destinations for 18-30 years old FITs and prioritize these destinations for expansion. In prioritized destinations where HI-USA already has a presence, HI-USA will analyze capacity relative to current and future demand. In prioritized destinations where HI-USA lacks a presence, HI-USA will determine priority based on the following criteria, listed in order of importance: Demand by 18-30 FITs Return on investment Sustainable ongoing operations Iconic American locations Travel access to location Given the complexity, time, and money involved in hostel development and expansion, HI-USA will seek to initiate two to three of the highest priority development projects within the Vision 2020 Timeline. 16 See Appendix B: HI-USA Strategic Framework
CHARTING A PATH TO VISION 2020 17 B. Embrace Mid-Sized and Smaller Hostels and Markets HI-USA confirmed the importance of an affordable and diverse hostel network in the Ends Policy 17 adopted prior to the unification vote. The policy promises to focus on maintaining and developing mid-sized and smaller hostels and markets (i.e., markets that can support hostels of 60 beds or less). In response, HI-USA will develop at least as many mid-sized and smaller hostels compared to larger properties through 2020. HI-USA will evaluate these development opportunities separately from larger hostel properties using the five key evaluation criteria (demand by 18-30 FITS, positive return on investment, sustainable ongoing operations, iconic American locations, and travel access to location). HI-USA will give special consideration to projects based on the level and history of community support, including the amount of local funds contributed compared to project cost and the importance of a continuing organizational presence when an existing hostel is jeopardized C. Expand Affiliate Program A robust affiliate model can provide opportunities for a larger network, more affordable lodging options, greater variety of experiences, and most significantly greater mission impact. Once market priorities are established, HI-USA will work to affiliate independent hostels in communities not currently served by the HI-USA network. HI-USA must seek out hostel owners who support HI-USA s mission and clearly define to them the benefits of affiliation. In order to attract affiliates, this initiative will require a thorough review of HI-USA s current affiliate model, including that described in Strategy 1. D. Pursue Diversity through Opportunity The preceding expansion initiatives suggest a strategic and proactive development path. HI-USA will prioritize financial and human resources around these efforts. Unexpected hostel development opportunities will continue to arise and HI-USA must be prepared to respond flexibly to these opportunities. In the past, HI-USA developed hostels through partnerships with agencies such as the National Park Service, State Parks, and other government agencies, and other donors and groups that resulted in positive diversification of the hostel network. HI-USA will consider opportunistic growth, both through development and with affiliates, and prioritize based on the selection criteria identified above. 17 The Ends Policy relating to a diverse network of hostels in its entirety: Hostellers have access to an affordable and diverse network of hostels in the United States; 1.1.1 Hostels provide friendly, safe, and secure overnight accommodations and programming opportunities; 1.1.2. Access is met by hostels being present in markets with sufficient demand with a balanced approach within the whole network that represents a diversity of culture, geography, community, and traveler experience; 1.1.3. Affordability is met by accommodations rates that are valued by the individual traveler; 1.1.4. The network represents a range of size, style, and location of hostels to support travelers choices in experiencing the richness and breadth of the natural, cultural, and geographic diversity within the United States.
Strategy 5: Develop Facilitated Learning Opportunities HI-USA s seeks to develop Active World Citizens, defined as individuals who: Work to make things better in and outside of their community, Advocate for tolerance and intercultural understanding Work to stop destructive stereotypes and Seek peaceful resolutions for conflict. 18 CHARTING A PATH TO VISION 2020 18 This strategy will create signature programs locally and nationally that intentionally guide participants along a continuum of increasing intercultural competency with the goal of developing active world citizens. Programs developed may include short, loosely facilitated activities taking place inside or outside of hostels as well as longer programs that may include hostel stays as part of the curriculum. HI-USA will create one or more programs especially designed to present HI- USA as a widely recognized champion for intercultural understanding to the public at large. Programming will utilize the principles of experiential learning: the concept from experience through facilitated reflection. This style of learning both appeals strongly to the 18-30 FIT constituency, while providing opportunities for great internalization of lessons through action and leadership development. Participants will learn tools for living the mission while staying engaged with the hostelling movement and with HI-USA and HI-USA will realize a Vision 2020 element to be a valued source of experiential learning. Initiatives described below provide for development of direct learning opportunities on a local scale as well as on a national or international level. A. Deliver Local Learning Experiences HI-USA will develop organized activities in support of the organization s Global Ends Policy to develop active world citizens. HI-USA will promote learning by creating tools and developing and facilitating activities that arm participants with the skills and experiences they need to be active, civic-minded citizens who promote peace, sustainability, and intercultural understanding. HI USA will design activities for the broader community of travelers those staying in the hostel as well as those who reside locally or engage virtually Activities may include: Leadership skills workshops Lecture series Focused film festivals This initiative will include opportunities for participant involvement in the development and roll out of activities described above, and will consider partnership opportunities with like-minded organizations. 18 As defined in HI-USA s Global Ends Policy (See Appendix B: HI-USA Strategic Framework).
CHARTING A PATH TO VISION 2020 19 B. Develop Signature Intensive Learning Programs HI-USA has a long history of providing experiential educational programs that result in life-long connections and lifechanging experiences. The trips, programs, and the subsequent educational programming developed over the years have inducted participants into the hostelling continuum and promoted the mission. This initiative recognizes the significance of this history and seeks to develop a similar, updated experience more focused on our 18-30 year old FIT direction. A signature learning program will allow this initiative to be delivered nationally and it will create connections internationally. Given the complexity of such a program, HI-USA must conduct thorough research and business planning in order to determine how to best realize this initiative. Examples of possible signature programs to research further include: Gap Year The Gap Year concept is both relevant and engaging to the 18-30 year old FIT. It has seen great success in other countries and presents HI-USA with an opportunity to both welcome Gap Year travelers from other countries and helps grow the concept domestically. HI-USA is in a unique position to host a variety of stay experiences, connect youth to communitybased projects, and instill opportunities for reflection. This activity will create self-awareness among participants as they recognize their journey and their ability to impact their own environment. This program could be well suited for partnerships. Cultural Immersion and Exchange HI-USA will partner with other organizations to develop meaningful curriculum for structured programs involving participants from other countries. This activity could also include domestic cultural exchange. Retreats and Conferences Conferences and retreats can be structured and themed with a focus on fostering intercultural understanding. These events may vary in length and could utilize hostel overnights, partnerships, and community connections to develop itineraries and curriculum designed for specific localities.
Summary and Recommendations CHARTING A PATH TO VISION 2020 20 This process was charged with developing program strategy. During the process operational issues were identified and will require planning and focus to assure program strategies are successful. In particular, operational planning will be needed around strategies in: Human Resources: Hiring, training, onboarding, and managing staff who are ideal for fulfilling the program strategies described and fully engaged in HI-USA s mission. Technology: Creating and managing the technologies which will be the platforms for creating an e connective experience for customers, stakeholders, and staff while promoting HI-USA s mission and supporting operational needs. Advancement: Rebranding, linking programs and mission, messaging orienting stakeholders, marketing, and fund development. Volunteers: recruiting, engaging, orienting, leveraging. These four areas are not merely operational, but rather essential to programmatic and mission success. It is further recommended that in any implementation planning, attention is paid to under-served populations. Attention to the operational needs, organizational strategy, external environments, and under-served populations will ensure success in the realization of the five program strategies and the growth of HI-USA s mission across the United States from present day into the future.
Appendix CHARTING A PATH TO VISION 2020 21
CHARTING A PATH TO VISION 2020 22 A. Terminology Index for HI-USA Strategy General Mission To help all, especially the young, gain a greater understanding of the world and its people through hostelling. Ends Policy Hostellers have intercultural understanding and are active world citizens Program Service Areas The three program service areas for HI-USA are: (1) Hostels, (2) Educatio, and (3) Community. Program Strategies High-level or general areas of focus that collectively allow HI-USA to achieve the Organizational Strategy. Initiatives A cohesive grouping of activities that describe the day-to-day work of the organization and allow it to carry out the various program strategies. Hostelling Experience An extended encounter between an individual and hostelling that potentially spans pre-trip preparations, the hostel stay(s) including travel, and post-trip engagement, and includes hostels, education, and community as influential elements. Program Service Areas Hostels Buildings, staff, and operations that provide access and value (location, quality and rate) to travelers, and engage travelers and the community in a way that delivers HI-USA s mission and Ends Policy. Related Terms: Hostel Stay Experience The ways in which individuals interact actively during their hostel visit. These include conversations in the common rooms, food preparation in the kitchen, sleeping in dormitory rooms, and participation in organized activities. HI-USA s Hostel Network Hostels across the US owned or licensed by HI-USA, commonly described as association and affiliate hostels. Association Hostels Hostels owned and operated by HI-USA (both through the National Office and/or Councils). Affiliate Hostels Hostels independently owned and licensed through HI-USA.
Education CHARTING A PATH TO VISION 2020 23 Formal and informal education delivery, purposefully conceived, that engages travelers and the community in a way that delivers HI-USA s mission and Ends Policy. Related Terms: Formal Education Typically delivered in a traditional (classroom-style) environment led by a trained staff person or volunteer with prepared content. Informal Education Flexibly delivered with an opportunity to infuse direct experiences into the learning environment and content. Experiential Learning The concept of learning from experience (from doing ) through facilitated reflection. Community Fostering connections among individual travelers, affiliation between travelers and HI-USA,and partnerships between HI- USA and community institutions, with the goal of building a group of individuals who value travel as a meaningful life experience. Related Terms: Connections take place primarily through hostels, education, and public engagement, on-line and off-line. Affiliation is built primarily through formal and informal education, membership, and public engagement. Partnerships are cultivated with mission-compatible organizations, non-profit and corporate, national and local. Community of Travelers is a group of people whose personal identities are in part shaped by hostelling and other travel experiences. Other Important Terms Public Engagement An organizational commitment to connect and partner with individuals and likeminded agencies, to help promote and assist people in moving along a continuum of affiliation with the hostelling experience (i.e., mission focused). Tools are both online and off-line, including formal and informal education, activities and events, and social media and marketing. Internal Engagement An organizational commitment to connect with staff and volunteers in a way that values their opinion and recognizes their contributions to HI-USA mission fulfillment (i.e., operations focused). Tools are both on-line and off-line, including inperson meetings, teleconferences, and web-based applications.
CHARTING A PATH TO VISION 2020 24 B. HI-USA Strategic Framework July 2012 The following graphic describes the broad strategic framework HI-USA has created to guide its work. Note that all elements of HI-USA s Organizational Strategy have already been determined through board or CEO decision-making. Organizational Strategy Mission: To help all, especially the young, gain a greater understanding of the world and its people through hostelling Global Ends Policy: Hostellers have intercultural understanding and are active world citizens. HI-USA will know its mission and ends policy is being realized when it can demonstrate fulfillment of its: Global Vision Hostelling will foster a dynamic, enduring community of travelers with the wisdom, humanity and leadership skills to improve our communities, our country and our world. Organizational Vision The top hostel provider in the world A valued source of experiential learning An effective advocate for youth travel A widely recognized champion for international understanding HI-USA has determined it will be most effective by focusing limited resources around its: Organizational Direction Focus on 18-30 year old Free and Independent Traveler Hostellers are travelers and local community members involved in hostelling. Hostellers with intercultural understanding have: The ability to understand and articulate their own beliefs and values. The ability to understand and articulate the beliefs and values of the community in which they live. Knowledge of world cultures beyond their own. Respect for cultural differences. An active world citizen is a person who: Works to make things better in his/her own community. Works to make things better outside his/her own community. Advocates for tolerance and intercultural understanding. Works to stop destructive stereotypes. Seeks peaceful solutions to conflict. Hostellers have access to an affordable and diverse network of hostels in the United States. Priority is given to youth. NOTE: The full statement is found in Appendix A below. Next page
CHARTING A PATH TO VISION 2020 25 Program Strategy HI-USA carries out its organizational directives by working through three program service areas: Experiential Learning Hostels Community Program strategies to guide this work have been developed through this process. Program Strategy Framework The current process is considering program strategy at multiple levels. Program Service Areas HI-USA has decided to carry out its program work through three program service areas: Experiential Learning, Hostels, and Community. It is important to keep in mind that there is significant overlap among these three service areas. These three areas are set. Program Strategies The Program Strategy Committee, with input from the Resource Groups and Senior Leadership Team, has identified a framework for organizing the work of each service area, called program strategies. Program strategies are high-level or general areas of focus that collectively allow HI-USA to achieve the Organizational Strategy. Initiatives Each initiative is a cohesive grouping of activities that describe the day-to-day work of the organization and allow it to carry out the various program strategies. Several initiatives are described under each program strategy. Outcomes and Goals HI-USA is committed to creating a clear understanding of what it will accomplish by investing in each program and how it will measure success. To that end, each initiative will describe its desired outcome, or the change that will be achieved. The outcome will be accompanied by measurable goals that will describe success towards achieving the outcome.
Because this description is theoretical, it may be somewhat confusing. Concrete examples are helpful: Program Strategy: Enhance the Hostelling Experience Initiative: Connecting Local Travelers Initiative Outcome: Local communities of travelers engage with each other and HI-USA Community Program Goal: TBD Making Recommendations CHARTING A PATH TO VISION 2020 26 It is critically important to use criteria to guide development of and to prioritize programs. The Resource Groups will review the strategy screen (decision-making criteria) at the in-person meeting and use this tool to guide conversation about how to prioritize program options. Strategy Screen A strategy screen is a list of criteria used to guide decision-making. In addition to supporting intentional decision-making, the screen is a valuable planning tool, teasing out information needed to succeed and issues to address in implementing critical decisions. The strategy screen is used in the current strategy development process and is also a tool that can be used on an ongoing basis by HI-USA. The strategy screen adopted by the HI-USA Transitional Board of Directors is below. It will be reviewed at the in-person Resource Group meetings and used to guide conversation about how to prioritize program options. Is this decision: the best way to achieve our organizational strategy? Mission Global Ends Policy Global Vision Organizational Vision Organizational Direction leveraging and/or building our competitive advantages? Mission-driven Quality facilities consistent with our values? Collaboration Communication Diversity of thought Community support and benefit Broad network Integrity Quality Respect made knowing that we have, or have access to needed human and financial resources? a means to grow our financial resources, increase our social impact, and promote environmental sustainability? include a definition of success that is measurable? made considering external context and factors, opportunities, and threats? taking account of what our mission-focused stakeholders including travellers/hostellers are looking for? made by weighing whether we should build, borrow, or buy is someone doing this better than we could?
Competitive Advantage CHARTING A PATH TO VISION 2020 27 The consideration of competitive advantage is a critical component of the strategy screen. HI-USA has identified four strengths that stand out as competitive advantages strengths that differentiate HI-USA as different and better compared to other organizations in the field: Mission-driven HI-USA s nonprofit mission is to promote a greater understanding of the world, and the organization works to advance this understanding through the hostel experience. As a competitive advantage, the mission speaks directly to the way in which travelers are attracted to HI-USA s commitment to providing a hostel experience that goes beyond a bed for the night to include education, experiential learning, and cultural engagement and interaction. Education and community programs are a vital part of building competitive advantage and many HI-USA hostels are very good at involving travelers in these services. HI-USA s nonprofit status can also be leveraged to secure resources (grants, donations, etc.) that other for profit organizations in the field cannot. Quality Facilities Hostellers rate HI-USA facilities very high compared to others in terms of the quality of the facilities. This advantage attracts travelers and must also be sustained through continued strong operational management and capital investment. Community Support and Benefit Another mission-related competitive advantage, HI-USA attracts support from the community, is able to access prime locations others can t (such as locations in desirable national parks), and enhance the traveler s experience through connections to and interaction with local communities. Additionally, HI-USA attracts volunteers and donors as a critical organizational resource. HI-USA s Broad Network HI-USA has the largest hostel network in the United States. Hostels in the network are known and trusted to offer consistent quality and standards.
Appendix A: Ends Policy The following Ends Policy was adopted by the HI-USA board of directors on April 10, 2011. 1.0 Hostellers have intercultural understanding and are active world citizens 1.1 Hostellers are travelers and local community members involved in hostelling. CHARTING A PATH TO VISION 2020 28 1.1.1 Hostelling is educational travel, local and global, using hostels and/or programs to facilitate interaction among travelers, and with local communities. 1.1.2 Travelers are people of any age who visit communities and places beyond the community where they live. 1.1.3 Travelers and community members, in order to appreciate what is unique and common in the world, come from and travel to places that represent: The diverse natural and built environments of the country The diversity of the country including rural, small town, mid-size cities, large metropolitan/urban areas, and Places of unique cultural heritage. 1.2 Hostellers with intercultural understanding have: 1.2.1 The ability to understand and articulate their own beliefs and values. 1.2.2 The ability to understand and articulate the beliefs and values of the community in which they live. 1.2.3 Knowledge of world cultures beyond their own. 1.2.4 Respect for cultural differences. 1.3 An active world citizen is a person who: 1.3.1 Works to make things better in his/her own community. 1.3.2 Works to make things better outside his/her own community. 1.3.3 Advocates for tolerance and intercultural understanding. 1.3.4 Works to stop destructive stereotypes. 1.3.5 Seeks peaceful solutions to conflict. 1.4 Hostellers have access to an affordable and diverse network of hostels in the United States. 2.0 Priority is given to youth 1.4.1 Hostels provide friendly, safe, and secure overnight accommodations and programming opportunities. 1.4.2 Access is met by hostels being present in markets with sufficient demand with a balanced approach within the whole network that represents a diversity of culture, geography, community, and traveler experience. 1.4.3 Affordability is met by accommodations rates that are valued by the individual traveler. 1.4.4 The network represents a range of size, style and location of hostels to support travelers choices in experiencing the richness and breadth of the natural, cultural and geographic diversity within the United States.
CHARTING A PATH TO VISION 2020 29 The Hostelling Experience Because enhancement of the hostelling experience is central to all HI-USA s programmatic work, the following excerpt from the (organizational) strategy development process is included here. The organization s hostelling experience is the key thread that binds all HI-USA s work together, and is the touchstone for serving the primary audience. The hostelling experience encompasses the many experiences that promote cultural interaction and foster cultural competence by building a greater understanding of the world and its people. It is an extended encounter between an individual and hostelling that potentially spans trip preparations, the hostel stay including travel, and post-trip engagement. Hostels, education, and community are influential elements. Hostels are what first come to mind when many think about hostels and hostelling. They include buildings, staff, and operations that provide access and value (location, quality, and rate) to travelers. At its simplest, the hostel stay experience is about an affordable night in a building that facilitates interaction among guests. HI-USA s expanded definition of the hostel stay experience includes participation in various activities. Particularly in large buildings, these offerings can be an important way to facilitate conversation and build relationships among guests, a process which seems easier in the more intimate environment of a smaller hostel. The hostelling experience is an extended encounter between an individual and hostelling that potentially spans trip preparations, the hostel stay including travel, and post-trip engagement. The experience includes hostels, education, and community as influential elements. Formal and informal education engages travelers and the community in a way that delivers the HI-USA mission and Ends Policy. Community building fosters connections among individual travelers, affiliation between travelers and HI-USA, and partnerships between HI-USA and community institutions. Education and community activities widen the audience to include both hostel guests and community members, which serves the mission in two ways: guests have the opportunity to learn about the community in which they are staying including from residents themselves, and community members can engage in unexpected relationships that enhance their understanding of the world without leaving home. This is an important step towards creating an engaging and engaged community of travelers of people whose personal identities are in part shaped by hostelling and other travel experiences. Although the focus is on the hostel stay experience, this does not mean that every organizational activity must take place in an HI-USA hostel or as part of a hostel stay. Many avid hostel supporters and hostellers live far from a hostel site, but may engage in activities that promote hostels and hostelling. The continuum (Figure 1) envisions a life-long relationship with hostelling that is centered around the hostel stay experience. In the near term, the value of any particular hostel stay can be increased by focusing on the activity immediately before it (preparing for travel) and after it (settling back into a home-based environment). Outreach can be virtual through the web and web-based technologies or direct through on- or off-site gatherings, education, and community programs. Pre-trip outreach to those who are contemplating hostel travel through travel education or orientation to travel helps set the stage for the pre-traveler to have a meaningful trip. Outreach to hostel users while travelling encourages maximum use of HI-USA facilities and community interaction programs and deeper connections to local communities. Outreach to returning travelers, such as social gatherings and volunteering opportunities, encourages travelers to reflect on their trips, helping to incorporate the travel lessons from the people, places, and cultures they experienced into their everyday lives. By deepening HI-USA s relationship with those who use hostels, the organization lays the foundation for building a hostelling movement that engages and influences travelers no matter what stage of travel they are engaged in. Additionally, this clear focus on hostel experience drives planning and prioritizes every activity relating to the hostels and programs and interactions with the hostels that enhance the experience.
C. A Life Long Journey: A Traveler Continuum CHARTING A PATH TO VISION 2020 30